《DELL问题解决培训》课件.ppt

1、1Problem Solving Key to Continuous Improvement Workshop2Six Steps Problem Solving Process1.Identify concerns2.Analyze the problem(facts)3.Evaluate Alternatives 4.Propose and Implement Solution 5.Analyze the Outcome6.Improve the Process3The Six Step Problem Solving Process ModelVVVVVV1.Identify Conce

2、rns and problem4.Propose and Implement the Solution2.Analyze the Problem6.Improve the Process5.Analyze the Outcome3.Evaluate the Alternatives4Six Steps Problem Solving ProcessStep 1.Identify Concerns(How urgent or important is this?)Identifying the gapSmoke out the issues to the team or organization

3、Use analysis reports such as check sheets,Pareto chartsUse questions to probe for understanding of real issues which require further investigationList areas of concern and the consequences of not taking action eg.Defects,tardiness,attitude Proceed to identify concernsKeep asking to surface the real

4、issuesTeam to get agreement on area of mutual concern5Six Steps Problem Solving ProcessStep 1.Identify Concerns(How urgent or important is this?)Identifying the gapSomething is wrong and needs to be correctedSomething is threatening and needs to be preventedSomething is missing and needs to be provi

5、dedSmoke out the issues to the team or organizationUse analysis reports such as check sheets,Pareto chartsUse questions to probe for understanding of real issues which require further investigationHow your team proceedsList Areas of Concern eg.STT,Defects,UMHQuestions to ask:1.Why is a solution nece

6、ssary?Consequences if nothing is done?2.What is(or is not)the problem?Keep asking to surface the real issues3.What is/should be happening?Determine the appropriate gapProceed to identify concerns1.Use formats to help get team agreement on area of mutual concern6Six Steps Problem Solving ProcessStep

7、2.Analyze the ProblemInvestigate in Detail(gather and evaluate the facts)Write a statement that identifies the root problemUse appropriate tools and techniquesChecksheets,reports,observationsBrainstorming(Alex F.Osborne,Applied Imagination,1957)Force Field Analysis(Kurt Lewin,Field Theory in Social

8、Research,1955)Cause and Effect Diagram or Fish Bone DiagramEnsure active participationBuild consensusProceed to analyze the problemTeam agreement that area of mutual concern has been sufficiently analyzedAllow for constructive criticism and concerns to be shared7Six Steps Problem Solving ProcessStep

9、 2.Analyze the ProblemInvestigate in Detail(evaluate the facts)Obtain valid information about“what is”Write a statement that identifies the root problemUse appropriate tools and techniquesChecksheets,reports,observationsBrainstorming(Alex F.Osborne,Applied Imagination,1957)Force Field Analysis(Kurt

10、Lewin,Field Theory in Social Research,1955)Cause and Effect Diagram or Fish Bone DiagramHow your team proceedsEveryone participates activelyBuild consensusProceed to analyze the problemUse formats to help get team agreement that area of mutual concern has been sufficiently analyzed8The Effect(result

11、s which is influenced by the main factors or Causes)are placed in a fish bone diagram.Using this diagram will help to identify the real causesUses:To grasp the causal relationship between cause and effectTo stratifyTo analyze the possible causesEffectABCDMaterialsManMethodsMachinesCausesCause and Ef

12、fect Diagram9The Force Field Analysis ToolList Driving forces that driving you towards a needed changeList Restraining forces those that are causing you not to change10Steps One and TwoAnalysis SummaryKey things that the team should have:Looked for patterns or trends during the analysis.Recurring th

13、emes point toward a definition Define barriers,as necessary.A clear definition of these barriers is necessary when preparing an action plan Used brainstorming techniques to open up discussionAll ideas are acceptableGet as many as possibleInvolvement leads to ownership and commitment11Step 3.Evaluate

14、 alternatives(most critical step)Test your problem analysis Establish priorities and Set criteria in an effort to establish a goal(refer next slide)Enables a wider perspective of possible solutions which tend to be more mutually acceptable by team.This in turn leads to higher commitment by the group

15、Six Steps Problem Solving Process123.Evaluate alternatives(continued)Alternative testing procedureTakes into account 3 fact finding and judgment procedures1.Establish team priorities(assign point values)1.List Absolute Requirements eg.Goal to be met in 6 weeks equals 10 points2.List Desirable Object

16、ives eg.Minimum Improvement of 8%equals to 10 points2.Evaluate alternatives eg.1.Replace with new unit2.Return cash to customer3.Repair and return later3.Set your criteria1.What do you want to achieve by any solution you make?2.What do you want to preserve by any solution you make?3.What do you want

17、 to avoid by any solution you make?Six Steps Problem Solving Process13Step Three Evaluate Alternatives Tool1.Establish prioritiesList absolute requirements(points value)PtsReqmt MNO 106 wks6-7$300-$40067-8$400-$50048-9$500-$60029$600List Desirable Objectives(points value)PtsReqmt x yz100.5080.4060.3

18、040.2020.10Example of Requirements M=timeframe to completeN=cost of implementationExample of Requirements x=UMHFor Alternative 1,14Step Three Evaluate Alternatives Tool2.Establish Priorities-Evaluate AlternativesAlternative 1:Alternative 3:Alternative 2:Absolute RequirementsPt value866 6ReqmtMNM NDe

19、sirable ObjectivesPt value 106Objective xxPt.TotalPt.TotalPt.TotalPt.TotalPt.Total10Pt.Total1424 pts18 pts12615Step Three Evaluate Alternatives Tool3.Criteria of this Alternative Set your criteria1.Does this alternative express your desired achievement?_2.Does this alternative express what you need

20、to preserve?_3.Does this alternative express what you need to avoid?_16Six Step Problem Solving ProcessStep 4.Propose and Implement the SolutionDevelop a plan of action1.Specify steps to be completed2.Determine resources needed to implement plan3.Group member responsibilities to be agreed upon4.Dete

21、rmine timeline of events5.Provide for emergencies and/or contingencies6.Determine expected impact and actual impact7.Plan for assessment of your proposed plan17Step Four Solution Creation ToolSuggestedSolutionsDoes it meet Need for change?How/why?Is it workable?How?Any disadvantages?Decided upon sol

22、ution:18Step Four Action Planning ToolSteps to be completedChronological orderNeeded ResourcesWhose responsibility?Begin date and completion dateExpected ImpactActual ImpactPossible emergenciesPlan to assess Action Plan results:(list tools used eg Pareto charts,trend charts etc)19Six Step Problem So

23、lving ProcessStep 5.Analyze the OutcomeFollow through is critical1.Analysis follow through1.Validate the entire process2.Dissemination and analysis of improvement results2.Determination of new problems that surfaced3.Revisit the process as necessary4.Problem Recurrence Prevention intervention5.Insti

24、tutionalization20Step Five Analyze the Outcome ToolDetail level of improvement(or non-improvement)Can improvement process be institutionalized or action planning stage to be revisited?List observations.Do reports reveal any possibility of problem reappearing?Detail action plan to see this does not h

25、appen.21Six Step Problem Solving ProcessStep 6.Improve the ProcessContinue the improvement Link to Step 1 Identify Concern(initiates the process again)Step 6 also verifies your commitment to continuous improvementEvaluate what you do on a daily basisRethink and change the way you do thingsEliminate

26、non-value added activitiesAccept responsibility and ownership for problems for which you are part of the solutionProblem Solving is an ongoing process22Six Steps Problem Solving ProcessImportant ConsiderationsProject selectionProject clearly definedCustomer orientedBusiness ImpactAnalysis techniqueT

27、horough and appropriate analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVerified improvements measuredCustomer satisfaction results eviden

28、tInstitutionalizationImprovements sustainable and permanent23The Problem Solving Analysis ToolsRadar Chart123456Pareto Diagram01020304050BCADCategoriesNo.of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentLine chart010203040506070123456Quantity24ABCDTOTAL1/42/10345/96/37/58/9TOTAL71711540To

29、analyze the situation and look at important questions.Uses:To grasp the past and present situationTo stratifyTo grasp the changes through timeTo confirm the standard25From the tally sheets,identify the few main problems to tackle.Uses:To grasp the problem betterTo grasp the past and present situatio

30、n of the problemTo stratifyTo confirm the improvement resultsPareto Diagram01020304050BCADCategoriesNo.of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentCummulative Percent26The Effect(results which is influenced by the main factors or Causes)are placed in a fish bone diagram.Using this dia

31、gram will help to identify the real causesUses:To grasp the causal relationship between cause and effectTo stratifyTo analyze the possible causesEffectABCD27BPI Project ExampleAnalyze:Root Cause and Proposed SolutionsBad Weather L H H Holidays(Public&Customer)L L L Strikes L H H Viruses L H H Custom

32、s Delays(exams)L H H EMF 2&3 difference(Dock doors,volume,products,Manifest,etc.)M H H Production by product(not destination)L H L Futuristic orders Split shipments(EMF 2&3)L H H Inaccurate Customer order statusing Shipping mis-route M M HTruck departure policy MANMACHINEMOTHER NATURELack of Trainin

33、g(Sales force,Drivers etc.)H M H Complex order entry systems Sorting errors M M H Theft/Missing L H H Damaged L H H Customer not there Short Ship(human error)L M H Addresses not input correctly H M HMATERIALMETHODMEASUREImprovedDelivery Time Multiple order entry systems 2 WIP systems(Tandem&Speedway

34、)M H H Break in EDI link L H H Short Ship(system error)Address change(order entry and Speedway)H H M Technical Issues(Truck,Ferry,Plane)L H H Customs Delays (Documentation)L M H Mis-use of reason codes L L L Inconsistent data by Carrier H H L Data lags real time;not on-line A)OccurrenceB)Difficulty

35、of ControlC)ImpactH H HH H HH H HH H HH H HH H HH H H28Utilizing two sets of data to plot them onto the vertical axis and horizontal axis.From the analysis of the situation,we can see the congenial relationship of the dataUses:To grasp the past and present situationTo grasp the correlation.YXTo stud

36、y the correlation between X and Y29Data has a tendency to be centered upon a maximum of large numerical value,and from there it spreads out,gradually decreasing.The analysis of the situation is placed in columnar formUses:To grasp the past and present situationTo stratifyTo identify the extent of th

37、e problemTo confirm the improvement resultsHistogram01020304050607012345630A line graph used to grasp the variation in the data which is entered through planning the control limit lines of a centre line,an upper control limit and a lower control limit.Uses:To discover the variables To grasp the cont

38、rol situationUCLLCL31Useful information about control and improvement is plotted onto diagrams which are visual and easily comprehensible.Column graphs,line graphs,pie charts,belt charts,radar charts and others.Uses:To analyze the causeTo record the time and contentsTo record the time and schedule c

39、ontrolTo grasp the large and small numbers and time changesTo track trendRadar chartQuantity0204060123456Line chart010203040506070123456QuantityRadar Chart123456Pie Chart32To solve problem by rationally seeing the relationship between“Cause Results”,and“Objective Measures”,where complicated circumst

40、ances are interwoven into the problemUses:To grasp the causal relationship between cause and effectTo grasp the relationship between objectives and measuresTo grasp the problem areas106478923Cause 15ProblemArea33The Problem Solving Technique Enforced Problem Solving34D/timeEnforced Problem SolvingCo

41、ncept“Purposely seek and expose the problems so that they get attention to fix them”Two Choicesto keep the sailboat afloat and keep moving forward:-A.Increase water level orB.Lower the water level to uncover the rocks and break them upRocks=problemsMfg flowInventoryMissingDelaysQualitySetupPoor layo

42、utRocks in the River356 W Why What Where When Who Which2 H How How many6 Ws and 2 HsLook at current processes,systems,methods and ask questions!Enforced Problem Solving36Problem Solving Process Key Components37Problem Solving Process InfoIts about information processing.It is about getting the right

43、 information!Enough?Solved?Use Tools&TechniquesYesNoNoYesMonitor38Making decision and taking action are critical to learning and understanding the problem resolutionInputInformationExperienceJudgmentKnowledgeResultsConcernResolvedProcessGatherSortOrganizeAnalyzeConfirmThinkingActionCreativityDecisio

44、n MakingSpeed of ExecutionQuestioning&ListeningSkills39The Human Side of Problem Solving40Team Member Interaction StylesThe Power of Group DiversityCollaboratorsPeople who see the big picture,the ultimate goal of the team Set standards/rules Generate ideas Test ideas Negotiate solutionsCommunicators

45、People who ensure everyones views are expressed and keeps everyone talking Encourage participation Provide compromise Reflect feelings Support othersChallengersPeople who question the leaders and members to keep the team on track Provide ideas Criticize answers Defend ideasContributorsPeople who con

46、centrate on individual,task-oriented effort Synthesize ideas Assess risks Summarize process status Provide expertise41The Human Side of Problem SolvingCommunications42Communication SkillsQuestioningUnraveling the unknownListeningBuilding trust and respectLearning from others43QuestioningUnraveling t

47、he unknown44Problem Solving Skills QuestioningQuestioning Is a Key SkillSuccess in process depends on using a systematic approach and asking questions effectivelyEffective questions understand:Intent behind their questionsThe assumptions they have madeThe importance of choosing words carefullyWhere

48、they are likely to get the answers45Characteristics of an effective question Clear for easy communication Relevant to the time and topic in discussion Specific to the point in discussion46Types of Questions and Uses Open to explore,understand further,solicit information Begin with What,When,How,Whic

49、h,Where,Why,Who Require explanation/description in the answer Closed to confirm agreement,to move on to next topic Lead to a yes or no answer Elicit only the answer to that specific question Reverse to clarify,evaluate ideas,/views,seek ideas/opinions Asking back the question and getting associates

50、to think for themselves Leading direct flow to desired direction Indicates the desired/expected response47Other Types of Questions and Uses Reflecting/Restatement Encourages expansion of the point Request Specifies what expansion you need Probing To further understand the issue or situation48Probing